Managing Human Resources. I Introduction

Transcription

1 Managing Human Resources I Introduction

2 Contents 1. HRM definition 2. HRM features 3. HRM goals 4. HRM approaches 5. SHRM 6. Seminar activities

3 Learning outcomes This session has been designed for you to: Understand HRM in relation to the workplace context Explore the use of HRM practices in a workplace context Initially evaluate some of the practical difficulties of developing and using HRM practices in the workplace

4 Human Resource Management (HRM): An Introductory Exercise List the activities that you associate with the phrase human resource management (HRM) Describe the types of involvement of the line manager and the HR specialist in these activities 1.4

5 HRM - defined Human resource management (HRM) is a strategic and coherent approach to the management of an organization s most valued assets the people working there, who individually and collectively contribute to the achievement of its objectives.

6 FEATURES OF HRM Strategic: Integrate business and HR strategy Coherent: Integrated and mutually supporting HR policies and practices Commitment: Emphasis on gaining commitment to the organization s mission and values People treated as assets: Focus on developing human capital Unitarist approach: Management and employees share the same interests Line managers deliver HRM: Belief that HRM is essentially the responsibility of line managers

7 GOALS OF HRM Achieve high performance through people Enhance motivation, commitment and job engagement Achieve human capital advantage Improve knowledge sharing Attract and retain the skilled, committed and motivated people required Increase capabilities and potential Value people according to their contribution Develop a cooperative and productive employee relations climate

8 Strategic Human Resource Management Strategic human resource management and traditional HR functions differ in several ways(adapted from Mellow 2003) Traditional HRM SHRM Responsibility for HR programmes Staff personnel in the HR department Focus of activities Employees relations,motivation,productivity,com pliance with laws Line managers,all managers responsible for people are HR managers Partnerships with internal and external customers Role of HR Reactive and transactional Proactive and transformational,change leader Initiative for change Slow,piecemeal,fragmented,not integrated with larger issues by Prof. Mary Bodra Fast,flexible,systematic, change initiatives implemented in concert with other HR systems

9 Strategic Human Resource Management Myths about HR Professionals Old Myth New Realities People go in for HR because they like people HR departments are not designed to provide corporate theraphy.hr professionals must create the practice that employees are more competitive, not more comfortable Anyone can do HR Hr activities are based on theory and research. HR professionals must muster both theory and practice HR deals with soft side of business and therefore not accountable The impact of HR practices on business results can and must be measured.hr professionals must learn how to translate their work into by Prof. Mary financial Bodra performance

10 Strategic Human Resource Management Myths about HR Professionals Old Myth New Realities HR s job is to be the policy police The HR function does not own compliancemanagers do.hr practices do not exist to make employees happy but to help them become comitted.hr professionals must help manager committed towards employees and administer policy HR is full of fads HR practices has evolved over time.hr professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority by Prof. Mary Bodra

11 Strategic Human Resource Management Myths about HR Professionals Old Myth New Realities HR is staffed by nice people At times HR should force vigorous debates.hr professionals should be and challenging as well as supportive HR is HR s job HR focuses on costs which must be controlled HR work is important to line managers as are finance, strategy and other business domains. HR professionals should join with managers in championing HR issues Hr practices must create value by increasing the intellectual capital within the firm. HR professionals must add value not reduce costs by Prof. Mary Bodra

12 HRM - approaches Hard Treating employees rationally as as a key resource from which competitive advantage can be obtained Soft Emphasis on the need to develop a highcommitment, high-trust organization focus on mutuality, communication and involvement Hard/soft Using a mix of hard and soft approaches

13 Kaplan and Norton model (1996) Customer Financials Balanced Scorecard Business Processes Learning & growth

14 HRM ACTIVITIES Human capital management Human resource management Organization Resourcing Human resource development Reward management Employee relations Design Human resource planning Organizational learning Job evaluation and market surveys Industrial relations Development Recruitment and selection Individual learning Grade and pay structures Employee voice Job design Talent management Management development Contingent pay Communications HR services Health and safety and welfare Knowledge management Performance management Employee benefits

15 HR profession

16 Research/ reading Key journals (indicative titles): Academy of management journal Academy of management review British journal of industrial relations Industrial relations journal Human resource management International journal of human resource management